How do great leaders actually build trust and get work done through others?

Builds on Lencioni's Five Dysfunctions framework, noting that trust is the prerequisite for the vulnerable storytelling that surfaces a team's why

Find Your Why→ cites →The Five Dysfunctions of a Team

Cites Collins' Good to Great and the Level 5 leader concept when arguing that humility and character are the bedrock of high-trust organisations

The Speed of Trust→ cites →Good to Great

Synthesizes the trust-conflict-commitment-accountability-results model from Lencioni's own Five Dysfunctions as the foundation of Discipline 1, building a cohesive leadership team

The Advantage→ cites →The Five Dysfunctions of a Team

Draws on Patterson and colleagues' Crucial Conversations when describing how managers must coach team members who are missing one of the three virtues

The Ideal Team Player→ cites →Crucial Conversations

Both explore how a leader's internal emotional state radiates outward to affect team dynamics; Arbinger's self-deception concept extends Goleman's working emotional intelligence to organisational behavior

Leadership and Self-Deception: Getting Out of the Box→ cites →Working with Emotional Intelligence

Legacy's focus on how the All Blacks create high-performing units through clear accountability, shared standards, and distributed responsibility reflects Grove's principles of high output management and leverageing organisational culture for results

Legacy: What the All Blacks Can Teach Us About the Business of Life→ cites →High Output Management

Kerr's portrayal of how the All Blacks distribute leadership throughout the team rather than centralizing it reflects Marquet's model of pushing decision-making authority to every level of the organisation

Legacy: What the All Blacks Can Teach Us About the Business of Life→ cites →Turn the Ship Around!

The All Blacks' cultural tenets address each of Lencioni's five team dysfunctions, building trust through vulnerability, embracing conflict for better decisions, and holding each other accountable to shared standards

Legacy: What the All Blacks Can Teach Us About the Business of Life→ cites →The Five Dysfunctions of a Team

Catmull's memoir is inseparable from the Steve Jobs story. He describes decades of working alongside Jobs at Pixar, revealing how Jobs's demanding leadership style shaped the studio's creative culture.

Creativity, Inc.→ cites →Steve Jobs

Scott describes her own leadership journey as parallel to Catmull's at Pixar, drawing on Creativity Inc. to illustrate how building a culture of honest feedback requires both caring personally and challenging directly.

Radical Candor→ cites →Creativity, Inc.

Hastings positions Netflix's radical freedom culture as a counterpoint to Catmull's Pixar approach. Both books tackle creative company culture but reach different conclusions about how much structure is needed.

No Rules Rules→ cites →Creativity, Inc.

References Drucker's management principles when discussing disciplined leadership as a defence against decline

How the Mighty Fall→ cites →The Effective Executive

Goleman directly extends his Emotional Intelligence framework to leadership, applying it to organisational contexts

Primal Leadership→ cites →Emotional Intelligence

Coyle references Collins's research on great organisational culture.

The Culture Code→ cites →Good to Great

Positioned by Lencioni as the individual-level companion to his own Five Dysfunctions of a Team, arguing that humble-hungry-smart people are the raw material that makes trust and productive conflict possible

The Ideal Team Player→ cites →The Five Dysfunctions of a Team